This document discusses employee volunteering. It defines volunteering as work done without pay and explores factors like choice, going beyond normal responsibilities, and contributing to society. Volunteering can be managed through organizations or unmanaged between individuals. Volunteering plays a role in building social capital and promoting social cohesion. Employees volunteer for reasons like altruism, finding meaning in activities, supporting their employer, networking, and personal reasons. Managing volunteering introduces tensions between individual choice and programming, and between community and business benefits. Professionalization and obligatory participation are double-edged effects of management.

1. Employee Volunteering
The State of the Art and Beyond
Jalal
Volunteer Architect @ Volunteer-ID

2. Understanding Volunteering
Butcher
(2010)
“Volunteering
means
conduc9ng
work
with
no
pay.”
(Hodgkinson,
2003)
although
non-­‐remunera9on
has
been
widely
discussed,
three
other
factors
of
volunteering
also
prevail:
• that
of
choice
and
free
will,
• to
go
beyond
one’s
normal
responsibili9es
of
family
obliga9ons,
and
• to
contribute
to
society
at
large
–
even
though
individuals
may
benefit
internally
from
its
prac9ce.

3. Context:
Managed
and
Unmanaged
Volunteering
Butcher
(2010)
“...
it
can
be
unmanaged,
as
in
sporadic
help
that
takes
place
between
neighbors
and
friends;
or
managed
volunteering,
which
takes
place
through
organiza;ons
in
the
nonprofit,
private,
and
public
sectors.”

4. Role
of
Volunteering
in
Society
and
in
Development
Butcher
(2010)
“...
not
only
to
add
to
the
crea*on
of
social
capital
(Putnam
2000)
or
to
promote
social
cohesion
and
the
strengthening
of
democracy
(Olvera
2001),
but
also
as
a
mechanism
to
channel
differences
and
dissent
among
the
popula;on.”

5. Cone
and
Echo
Global
(2011)

6. Why
Employees
Volunteer?
Pajo
and
Lee
(2011)
• Altruism:
a
desire
to
help,
to
give
back,
to
assist
those
who
were
less
fortunate
or
by
the
‘feel
good’
factor
that
comes
with
helping
others.
• Meaningfulness:
impact,
worth
or
significance
of
the
volunteer
ac9vity.
• OrganizaDonal
CiDzenship:
a
desire
to
reciprocate
posi9ve
treatment
from
the
employer,
to
support
the
company
or
to
present
a
favorable
image
of
the
enterprise.
• Role
Variety:
the
ac9vity
provided
the
opportunity
to
do
something
different
from
‘normal’
work.

7. Why
Employees
Volunteer?
Pajo
and
Lee
(2011)
• RelaDonal
&
Social
Task
CharacterisDcs:
a
posi9ve
affec9ve
judgment
about
the
ac9vity
and
men9oning
rela9onal
and/or
social
aspects.
• Networking:
the
opportunity
to
get
to
know
others
in
the
organiza9on
and/or
build
their
own
profile).
• Personal:
a
variety
of
idiosyncra9c,
individual
and
personalized
reasons
for
volunteering

8. Phase,
Framing,
MobilizaDon
Van
der
Voort,
Glac,
Meijs
(2009)
Phase
Issue
Framing
Views
of
MobilizaDon
Thriving,
boVom-­‐up
CCI
as
private
affair
and
BoVom-­‐up
mobiliza9on
enthusiasm
individual
choice
(1997–2000)
The
emergence
of
a
Social
CCI
as
private
affair
and
Formaliza9on
of
(boVom-­‐up)
Movement
Organiza9on
individual
choice
mobilizing
structures
(2000–2001)
Framing
CCI
as
a
HR
Tool
CCI
as
competency
Mobiliza9on
by
collabora9on
(2002–2003)
development
and
a
pull
strategy
to
engage
business
units
Toward
a
management
focus
CCI
as
management
Addi9on
of
top-­‐down
in
mobiliza9on
responsibility
approach
to
mobiliza9on
(2004–2006)
Toward
CCI
as
standard
CCI
as
strategic
instrument
Balancing
boVom
up
and
business
prac9ce
and
collec9ve
responsibility
top-­‐down
mobiliza9on
(from
2007)
approaches

9. Tensions
in
Managing
CSEV
Van
der
Voort,
Glac,
Meijs
(2009)
1. Individual
choice
versus
central
programming
2. Community
benefits
versus
business
benefits
3. Private/personal
mo9va9on
versus
Instrumental
mo9va9on

10. Double-­‐Edged
Effects
of
CSEV
Management
Van
der
Voort,
Glac,
Meijs
(2009)
1. ProfessionalizaDon:
‘‘It
is
not
about
emo9ons
anymore;
they
are
viewed
more
cri9cally.’’
2. Obliging
parDcipaDon:
‘‘I
feel
obliged,
because
that
is
how
I
am,
but
also
because
of
my
func9on,
but
I
will
think
about
it
long
and
hard
before
I
consider
par9cipa9ng
the
next
9me.’’
3. Elite
co-­‐optaDon
and
support:
‘‘They
need
a
patron,
but
if
this
patronage
is
commercially
mo9vated
rather
than
sincere
[…]
It
will
become
a
vehicle
and
lose
its
credibility.’’

11. QuesDons
• What
is
volunteering
in
Indonesian
context?
• How
organiza9ons
in
Indonesia
manage
its
volunteering
projects?
• How
Indonesian
stakeholders
value
the
role
of
volunteering
in
society
and
development?
• What
are
the
roles
of
business
in
society,
according
to
Indonesian
stakeholders?
• Why
employees
in
Indonesia
volunteer?
• Which
phase
of
employee
volunteering
management
are
companies
in
Indonesia
currently
in?
• What
are
the
tensions
and
effects
of
employee
volunteering
management
in
companies
prac9cing
it
in
Indonesia?

12. JALAL
VOLUNTEER-­‐ID
jalal@volunteer-­‐id.org
+62-­‐815-­‐13803616
THANK
YOU
SO
VERY
MUCH!